BSC Group Ppt MBA Executive

8/12/2019 BSC Group Ppt MBA Executive

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The Balanced Scorecard

Definition:

The Balanced Scorecard is a management tool that

provides stakeholders with a comprehensive

measure of how the organization is progressing

towards the achievement of its strategic goals.



The Balanced Scorecard

Actual contents of each perspective need to be tailored to the specific

organizational / unit realities, needs and challenges.



FINANCIAL/REGULATORY

To satisfy our constituents,what financial & regulatory

objectives must

we accomplish?

CUSTOMER

To achieve our vision,what customer needs must

we serve?

INTERNAL

To satisfy our customers and

stakeholders, in which business

processes must we excel?

LEARNING & GROWTH

To achieve our goals, how

must we learn, communicate

and grow?

BALANCED SCORE CARD



Four perspectives of the balanced scorecard

• Financial Perspective

• The financial perspective retains the need for traditional financial

data. However it recognizes that the programs, initiatives and

change management processes drive the need for measures that

reflect the intangible assets of an organization.• Internal Perspective

• The internal business perspective focuses the organization on the

processes most critical for achieving customer and financial

objectives. The focus is on mission-oriented processes as opposed

to support processes – as well as the targets and initiatives whichensure best use of resources.



Four perspectives of the balanced scorecard

• Customer Perspective• The customer perspective considers the world through your

customers’ eyes. In developing metrics, customers should bebenchmarked against value propositions which reflect product andservice attributes, image or brand and relationships.

.• Learning and Growth

• Learning and growth relates to individuals and information, butperhaps most importantly to the organization as a whole. Culture,leadership and teamwork, and the alignment and readiness of an

organization to meet strategic objectives, leads to successfuloutcomes.

• These perspectives give an organization balance betweeninternal and external measures, and balance betweenoutcomes – results from past efforts – and measures that drivefuture performance.



What are KRAs ?• “Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the

department's role is responsible. A typical role targets three to five KRA.

Value of KRAs.

Identifying KRAs helps individuals:

• Clarify their roles ·

• Align their roles to the organization's business or strategic plan ·

• Focus on results rather than activities ·

• Communicate their role’s purposes to others

• Set goals and objectives

• Prioritize their activities, and therefore improve their time/work management · Make

value-added decisions

Description of KRAs

Key result areas (KRAs) capture about 80% of the department's work role. The

remainder of the role is usually devoted to areas of shared responsibility (e.g., helping

team members, participating in activities for the good of the organization).



What is KPI ?

• 'Key Performance Indicators - KPI'

A set of quantifiable measures that a company or industry uses to

gauge or compare performance in terms of meeting their strategic

and operational goals.

• KPIs vary between companies and industries, depending

on their priorities or performance criteria.



KEY RESULT AREAJOB PROFILE: SALES MANAGER



KRAs

• Sales Value Goal

• Budgetary Control

• Channel Development:

• Leadership

• Salesman Training and Development



KPIs

• Sales Value Goal :

• Grow Business by 25% over LY actual ( 400 Lakh LY’13 500 Lakh 2014 )

• All Stockist to Grow• New Products to Contribute 3% Sale

• Budgetary Control

• Manage within Gross to Net

• Grow Business maintain 4.2% budget to Sales Value



KRAs

• Channel Development

• Add Toothbrush WS – 20 Metro towns

• Add Pharma WS – 30 Metro towns

• Grow toothbrush business by 30%

• Grow Small Pack business by 40%

• 75% to be active every month

• Leadership • Example in motivating others• Degree of care, concern and consideration for the needs of subordinates

• Welfare of Subordinates



KPIs

• Salesman Training and Development

• All SSM to undergo training Once in 6 months

• Productivity to improve – should be 50% after training

• Secondary business to improve by 40%

• Business contribution to be 20% of total business

• Manager to give feedback on quality of calls / attitude

• Forecasting Abilities • Degree of Analytical skills to predict accurately

• Quality and Certainty of forecasts

• Budgetary Control and Cost Consciousness • Degree of monitoring funds and optimum utilization keeping cost in view

• Economy in Expenditure and Savings



Scale LEADERSHIP - Description

5 Motivates the Gp & gets best possible results

Displays very good skills to make others follow him instinctively

Mostly sensitive and considerate to the needs of Juniors

Goes out of way to cater for the welfare of subordinates

4-4.99 Mostly inspires confidence and enthusiasm in his subordinates with his

zeal, personality & example

More often than not works energetically & successfully for the good of his

subordinates

Care to provide all facilities within the available resources on mostoccasions

3-3.99 Manages to keep the Gp functioning at satisfactory level

Feels difficulty in keeping the morale at a high level

Feels satisfied in providing minimum facilities to subordinates

2-2.99 Sometimes subordinates feel demoralized and de-motivated when

working under him

Allots low priority to welfare of subordinates and is insensitive to the

needs of juniors

1-1.99 Subordinates mostly feel demoralized and de-motivated when working

under him

Always allots low priority to welfare of subordinates and is insensitive tothe needs of juniors

S l FORECASTING D i i



Scale FORECASTING - Description

5 Possesses excellent analytical skills & uses them fully to come out with

accurate predictions

Presents high quality and realistic forecasts

4-4.99 Possesses high analytical skills & uses them gainfully & brings out fairly

accurate predictions

Quality of forecast good

3-3.99 Possesses adequate analytical skills & brings out satisfactory predictions

Quality of forecast average

2-2.99 Bare limited analytical skills and predictions tend to be inaccurate at times

Quality of forecast leaves much to be desired

1-1.99 Lacks analytical skills and gives inaccurate predictions

Quality of forecast below standard and unrealistic

S l BUDGETARY CONTROL D i ti



Scale BUDGETARY CONTROL - Description

5 Shows intelligent discretion and accuracy in forecasting budget estimates

Judicious control of budgetary allocations

Highly conscious of cost

Substantial savings and economy of expenditure

4-4.99 Shows good foresight and anticipation in preparation of budget estimates &

demands

Good control of budgetary allocations

Conscious of cost

Shown good savings

3-3.99 More than adequate foresight and anticipation in preparation of budget

estimates & demands

Adequate control of budgetary allocations

Generally aware of cost and strives to control cost

2-2.99 Barely shows the needed anticipation in preparation of budget estimates &demands

Seldom shows control of budgetary allocations

Often ignores cost

1-1.99 Prepares inadequate budget estimates and demands

Lapses in budgetary allocationsNo attention to cost

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BSC Group Ppt MBA Executive

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